I need someone to complete the replies for these two posts. I had someone else working on it, but they did not meet the deadline, so now my assignment is late.  Be certain you acknowledge their interest and support it with at least 2 scholarly references other than the course textbook that identify the importance of their chosen topic. For instance, if a classmate posted that they want to know more about the Fair Labor Standards Act, your reply might include an example of how FLSA impacts organizations and a second that identifies a current issue for organizations with respect to the FLSA (minimum two external references). of at least 250 words each. Each reply must also cite at least 2 sources. Must be in APA format, no plagiarism. Textbook: Martocchio, J. J. (2015).  Strategic compensation: A human resource management approach  (8th ed.). Pearson. 1) This week’s forum is a two-part forum. Part one asks each student to reevaluate the answer given during Case Study 1 using the knowledge gained from the Week 3 course reading. The second part asks each student to identify a topic from the week 3 reading to summarize while providing resource material to reinforce the topic. Part one      The case study that discussed whether the shift supervisors at Jones Department store should be classified as exempt or non-exempt employees was an exercise in evaluating the reasons for the manager’s decision to classify the position as exempt, determine the factors considered in making that decision, and to discuss the merits of the decision based on the requirements on classifying the position in accordance with the Fair Labor Standards Act (FLSA). Though it would seem the position may not have met the standards to be classified as exempt, Amy had classified the position as exempt. If the position were to remain in an exempt status, which benefits the company by saving on overtime cost, Amy could satisfy her shift leaders by adopting a person focused pay plan.   A person focused pay plan is one in which employees are rewarded for acquiring job-related competencies, knowledge and skills (Martocchio, 2015). Shift leaders are considered by Jones Department Store to be a part of the management team, even though a portion of their role requires manual labor. The type of reward system encourages shift leaders for developing their knowledge and skills which offers the company a higher caliber of shift leader better versed in management while providing additional pay to the shift leader. This type of plan would likely have satisfied Jane because she would have had an incentive to sharpen her skills to earn more money. Part two During the 1990’s the U.S. Department of Labor’s Employment and Training Administration developed the  Occupational Information Network (O*NET)  (Martocchio, 2015). O*NET was created for two reasons. The First was to describe jobs that were found in the service sector. The second was to better describe jobs that had evolved as advanc.

1. I need someone to complete the replies for these two posts. I
had someone else working on it, but they did not meet the
deadline, so now my assignment is late.
Be certain you acknowledge their interest and support it with
at least 2 scholarly references other than the course textbook
that identify the importance of their chosen topic. For instance,
if a classmate posted that they want to know more about the
Fair Labor Standards Act, your reply might include an example
of how FLSA impacts organizations and a second that identifies
a current issue for organizations with respect to the FLSA
(minimum two external references).
of at least 250 words each. Each reply must also cite at least 2
sources. Must be in APA format, no plagiarism.
Textbook:
Martocchio, J. J. (2015).
Strategic compensation: A human resource management
approach
(8th ed.). Pearson.
1)
This week’s forum is a two-part forum. Part one asks each
student to reevaluate the answer given during Case Study 1
using the knowledge gained from the Week 3 course reading.
The second part asks each student to identify a topic from the
week 3 reading to summarize while providing resource material
to reinforce the topic.
Part one
The case study that discussed whether the shift supervisors
at Jones Department store should be classified as exempt or

2. non-exempt employees was an exercise in evaluating the
reasons for the manager’s decision to classify the position as
exempt, determine the factors considered in making that
decision, and to discuss the merits of the decision based on the
requirements on classifying the position in accordance with the
Fair Labor Standards Act (FLSA). Though it would seem the
position may not have met the standards to be classified as
exempt, Amy had classified the position as exempt. If the
position were to remain in an exempt status, which benefits the
company by saving on overtime cost, Amy could satisfy her
shift leaders by adopting a
person focused pay plan.
A person focused pay plan is one in which employees are
rewarded for acquiring job-related competencies, knowledge
and skills (Martocchio, 2015). Shift leaders are considered by
Jones Department Store to be a part of the management team,
even though a portion of their role requires manual labor. The
type of reward system encourages shift leaders for developing
their knowledge and skills which offers the company a higher
caliber of shift leader better versed in management while
providing additional pay to the shift leader. This type of plan
would likely have satisfied Jane because she would have had an
incentive to sharpen her skills to earn more money.
Part two
During the 1990’s the U.S. Department of Labor’s Employment
and Training Administration developed the
Occupational Information Network (O*NET)
(Martocchio, 2015). O*NET was created for two reasons. The
First was to describe jobs that were found in the service sector.
The second was to better describe jobs that had evolved as
advances were made in technology (Ibid). O*NET did not just
focus on the jobs, however, it also had an element that focused
on workers and its content model contained a list of six
categories of both jobs and workers: worker characteristics,

3. worker requirements, experience requirements, occupational
requirements, workforce characteristics, ad occupation-specific
information. The O*NET program was a project developed to
provide job seekers a source of occupational information for a
wide variety of job choices and is centralized around a database
“containing information on hundreds of standardized and
occupation specific descriptors” (About O*NET, 2016, Para. 1)
The O*NET Content Model provides a detailed listing of the
distinguishing characteristics of each occupation listed;
defining the key features with standardized and measurable
variables that measure the day to day aspects of each job (About
O*NET, 2016). O*NET is usable not only by job seekers, but by
Human Resources professionals, students, and transitioning
service-members seeking post service career paths (O*NET,
2016). Through the O*NET Online website (
www.onetonline.org
) users are able to search occupations and research the
descriptors of each. Transitioning service-members are able to
compare the jobs they performed while in military service with
similar positions in the civilian workforce. Job seekers are also
able to compare various jobs to determine where their skillsets
may best be a match.
References
About O*NET.(2016) About O*NET.
O*NET Resource Center
. Retrieved September 15, 2016 from
http://www.onetcenter.org/overview.html
Martocchio, J. J. (2015).
Strategic compensation: A human resource management
approach

4. (8th ed.). Pearson.
O*NET. (2016) O*NET.
O*NET Online.
Retrieved September 15, 2016 from
http://www.onetonline.org/
2)
Part A
In case study one, Jones Department store shift leader,
Jane Swift, felt that she should be paid overtime, despite the
fact that the company classified her position as management. In
reviewing Jane's job duties, I did agree with Jones Department
store and their manager, Amy, in classifying the position as a
management position. This conclusion was drawn from the Fair
Labor Standards Act's definition of an administrative position
and executive position. Despite the fact Jane feels that she
spends a majority of her time performing the duties of an
associate, she did agree that she is part of the management
team, therefore making her exempt from overtime pay. After
the current week’s study, I would not change my opinion that
the department store correctly classified Jane's position. I
would however, recommend the manager complete a job
evaluation and use those results to develop a compensation plan
that appropriately compensates the shift leaders for their job
and all the job entails.
Part B
A job evaluation can be used by compensation professionals to
establish pay differentials for various positions (Martocchio,
2015). After World War II there was a wide-spread institution
of job evaluation used by various industries to determine wages

5. (Figart, 2000). Initially, job evaluation was supposed to reduce
pay disparities between employees and rationalize the personnel
policy (Figart, 2000). A main objective of job evaluation is to
assess the value of various positions in an organization which in
turn is then used to determine pay grades (van Sliedregt,
Voskuijl, & Thierry, 2001). Job evaluation is used in varies
countries, thus proving how valuable this process can be to an
organization. Ensuring all employees receive equal pay has
been an ongoing problem for decades. The Equal Pay Act of
1963 was enacted to solve a “serious endemic problem of
employment discrimination in private industry” (Yoshino, 2013,
p. 590). One major problem in the workplace is the gender
inequality of pay between men and women in the same
position. Romans 2:11 (NLT) states “For God does not show
favoritism”. The EPA prohibits such discrimination, however,
there is still a serious pay differential between men and women
today. Organizations seeking to ensure all employees are paid
equally should incorporate job evaluations into their practice.
Leaders can follow Romans 2:11 by ensuring there is no
favoritism and establish equal pay rates for employees.
Depending on the industry and the company, compensation
professionals should ensure the appropriate job evaluation
technique is utilized.
Over the years there have been legislation introduced to address
equal pay. The Fair Pay Act and the Paycheck Fairness Act are
pieces of legislation aimed at dealing with the flaws of the
Equal Pay Act (Yoshino, 2013). The Fair Pay Act changes the
equal substantially equal standard to equivalent jobs. The
Paycheck Fairness Act aka the common-sense bill, changes the
“any factor other than sex” defense used by many companies.
PFA requires a bona fide factor other than sex as a defense
(Yoshino, 2013). Proverbs 20:10 (NLT) states “False weights
and unequal measures – the Lord detests double standards of
every kind”. It is important to understand that by having
inequality in pay is going against God’s will. Compensation
professionals need to ensure the job evaluations are effective

6. and serving their purpose.
References
Figart, D. (2000). Equal Pay for Equal Work: The Role of Job
Evaluation in an Evolving Social
Norm.
Journal of Economic Issues,
34
(1), 1-19. Retrieved from
http://www.jstor.org/stable/4227529
Martocchio, J. J. (2015).
Strategic Compensation: A Human Resource Management
Approach
(Eighth ed.). Upper Saddle River, NJ: Pearson
Education.
Van Sliedregt, T., Voskuijl, O. F., & Thierry, H. (2001). Job
evaluation systems and pay grade
structures: do they match?.
International Journal Of Human Resource Management
,
12
(8), 1313-1324. doi:10.1080/09585190110083811
Yoshino, K. (2013). Reevaluating the Equal Pay Act for the
Modern Professional Woman.
Valparaiso University Law Review
47(2), 585-626.